A Strategic Framework for Tourism 2010-2020 - (Revised edition 2011) - VisitEngland
←
→
Page content transcription
If your browser does not render page correctly, please read the page content below
A Strategic Framework for Tourism 2010-2020 (Revised edition 2011)
The pebbled beach and white chalk cliffs, Birling Gap, East Sussex
Contents
Chairman’s Foreword 02
Tourism Today 04
Towards 2020 06
Strategic Framework 10
Summary 16
02 Chairman’s Foreword Chairman’s Foreword 03
Foreword by the Tourism in England is an energetic and
Victoria Quarter Shopping Centre, Leeds
Chairman of
VisitEngland entrepreneurial industry offering a wide
chairman’s
foreword
range of authentic destinations and
world-class experiences – from the dramatic
scenery of the Lake District to the beaches “Tourism needs and
of the south coast, from historic houses, deserves greater
villages and towns across the country to recognition for its
iconic cities such as London and Liverpool. positive impact”
The success of tourism makes it a key contributor to England’s economic and social The VisitEngland team has worked with a wide range of industry partners and many colleagues
wellbeing. The visitor economy is now worth £97bn a year and employs in excess of two from both the public and private sectors to develop this Strategic Framework and associated Action
million people. It supports thousands of businesses, both directly and indirectly, and Plans. These have been created to ensure that England’s tourism industry maximises its contribution
has an interdependent relationship with a range of sectors including farming, transport, to the economy, employment and quality of life in England through operating in an increasingly
retailing, sport, museums, galleries and the arts. coordinated and sustainable manner.
Despite tourism’s crucial contribution to the national economy, England was without a At national level, a collaborative England marketing plan is in place which builds on demonstrable
dedicated tourist board from 2003. A key recommendation of the 2008 British Tourism best practice to get the highest returns for England from public and private investment. This focuses
Framework Review (BTFR) was the creation of a ‘new English tourism lead body’. on a strategy of ‘attract and disperse’ – using England’s long established and world famous ‘attract’
brands such as London, the Lake District and the Cotswolds and our exceptional cities and towns
VisitEngland was established in April 2009 with the priority to develop and drive forward alongside well-known themes, such as walking, heritage and sport, to attract visitors and encourage
a new collaborative strategy for England’s tourism industry. This Strategic Framework was them to travel and spend more widely in the country.
launched in March 2010 - it is the product of extensive consultation, setting out the ways in
which the tourism industry can work together to realise continuous improvements in key Tourism needs and deserves greater recognition for its positive impact. As a major foreign exchange
areas and a headline ambition of 5% growth in value, year on year, over the next decade. generator, tourism is an ‘invisible export industry’ and it makes substantial tax contributions. It
is an excellent route into employment at all levels and across the country. It is fertile ground for
Achieving 5% growth, as identified in the 2010 Deloitte report ‘The Economic entrepreneurs and with continued growth, tourism is one of the few industries that will create new
Contribution of the Visitor Economy: UK and the Nations’, is an ambitious target given employment opportunities. It provides many economic and social benefits to local communities. It has
that we operate in a highly competitive market place and that England is a mature a key role to play in shaping both national and international opinion of England, which is particularly
destination compared to the new and emerging destinations around the globe. However, relevant as the nation prepares to host the London 2012 Olympic and Paralympic Games, the Cultural
this Framework is both realistic and objective in its appraisal of England’s strengths and Olympiad and helps to showcase to the world England’s vibrant cultural and historic assets.
weaknesses; identifying where further work is needed and providing a timeframe for
its completion. I am confident that this target, which will lead to an additional £50bn in As well as identifying opportunities, this Strategic Framework with associated Action Plans is designed
expenditure and the creation of some 225,000 jobs, is within England’s grasp. to face challenges – from factors outside our control: exchange rates, extreme weather and geo-
political events, to those that we can and need to address: coordinated marketing, competitiveness,
the continuing improvement in the quality of facilities, service standards, accommodation, ease
of access and skills – leading to a growing and sustainable industry in every sense. It is an ongoing
“This Strategic process but for the first time in many years England now has a platform to enable the stated
objectives to be constantly reviewed, to address new challenges, new opportunities and changing
Framework is the
priorities. This revised edition of the Framework takes into account recent changes in the political
basis for the public landscape and new budget challenges. We will also continue to review the Action Plans and report
and private sectors to annually on progress.
continue to enhance This Strategic Framework is the basis for the public and private sectors to continue to enhance
the quality of product on offer and for Government at all levels to encourage such investment. A
the quality of product successful visitor experience lies in the hands of many and we will continue to work with England’s
on offer and for tourism industry to deliver this.
Government at all
levels to encourage
such investment”
Albert Dock towards Liver Building, Liverpool
Penelope, Viscountess Cobham
Chairman, VisitEngland
04 Tourism today Tourism today 05
Tourism Today
Tourism is one of England’s largest industries.
tourism
A study of the visitor economy undertaken
by Deloitte in 2010 estimates that England’s
visitor economy is worth £97 billion in
total. This takes into account both direct
contribution through visitor expenditure
and indirect contribution, such as capital
investment by tourism related businesses.
The industry employs in excess of two and most recently an increase in leisure short
today
million people and continues to provide stays. However, there have been setbacks
new opportunities for employment across and, overall, England’s position as an inbound
the country, including areas where other destination has slipped against global
employment opportunities are limited such as competitors, and until 2009 there had also
rural communities. been a year-on-year decline in UK domestic
visitors. This can be attributed to many factors
Tourism in England including the growth of budget airlines and
In 2008 there were: an increase in outbound travel from the
is currently operating UK, fluctuations in exchange rates and the
• 95.5 million domestic overnight
significantly below trips in England, generating a perception that England does not offer value
capacity but it has total spend of £16.4bn for money.
real growth potential – • 27.3 million inbound visits, together Tourism in England is currently operating
accounting for £14.3bn in expenditure significantly below capacity but it has
clearly demonstrated real growth potential. This was clearly
• 872 million tourism daytrips,
by the ‘Staycation’ with estimated spending of £39bn
demonstrated by the ‘Staycation’
phenomenon of 2009, generated by the
phenomenon of 2009.
depressed economic climate and substantial
media coverage focusing on the benefits of
The last decade has been a period of growth
holidaying at home. To thrive and secure a
for global tourism, with worldwide arrivals
stronger global position, the tourism industry
reaching 922 million in 2008 and, despite
must remain competitive in terms of cost and
the recent economic climate, this growth is
ease of access and must offer visitors great
set to continue. England’s visitor economy
experiences in great destinations.
has also enjoyed periods of growth during
this time, with increases in business tourism
Share of Tourism What do visitors spend
Spend by Purpose their money on?
Inbound
Domestic
Holiday/Leisure Accommodation
Thurne Dyke Wind Pump, Norfolk Broads
Business Travel costs to and
2 7 1
6 5
from destination
VFR
23 8 Study
Eating and drinking
32 Other 33 Shopping
15 Entertainment
Price of package
53 holiday / inclusive trip
24 Other
22 19
29 21
06 Towards 2020 Towards 2020 07
Towards 2020
towards
2020
A Decade of Opportunity
The next decade The greatest opportunity for tourism continues to be
the destination itself – England. It remains a highly
offers the tourism attractive place to visit with a range of historic towns
and cities, such as York, Cambridge, Oxford, Bath and
industry some Canterbury; established seaside destinations such
as Brighton, Bournemouth and Blackpool through
significant to distinctive countryside, with ten national parks
and over 5,000 miles of coastline. There is also the
opportunities endless vitality of England’s largest cities – London,
Birmingham, Manchester, Leeds and Liverpool –
equally matched where cutting-edge culture sits alongside rich history.
The variety and intrinsic strength of the English
by a number of tourism product is difficult to match anywhere.
challenges. Over the last decade England’s appeal has increased
with the creation of an exciting range of new and
improved attractions such as the London Eye,
the 02 Arena in Greenwich, the BALTIC Centre for
Contemporary Art and the Sage Gateshead. The
redevelopment of existing attractions, including
the new Darwin Centre at the Natural History
Museum, and continued investment by the private
sector on ever more exciting rides at world-class
theme parks such as Alton Towers and Blackpool
Pleasure Beach, as well as improved interpretation
at hundreds of historic properties, continues to add
to the richness and variety of experience available.
The regeneration and enhancement of town and
city centres has opened up new destinations and
experiences to visitors and residents alike and, as
ever, England has an incredible cultural offer with
world-class theatre, museums and galleries, events
and festivals. The market for health and well-being
has grown with renewed interest in health spas
and country hotel weekends. Locally sourced food
is increasingly celebrated and England now boasts
over 100 Michelin starred restaurants. The reputation
for good food and drink has raised visitor numbers
in destinations from the west country to the east
coast. Smaller, independent operators have invested
in their businesses and play a fundamental role in
shaping visitors’ perceptions of holidaying in England.
The facilities for business visitors and conference
organisers have also improved dramatically, with
centres like the NEC/ICC in Birmingham, Manchester
Central, and ExCeL in London being developed to
support international conventions and conferencing.
The London 2012 Olympic and Paralympic Games
and the associated Cultural Olympiad are an unrivalled
Central Pier at sunset, Blackpool
opportunity to showcase England to a wider global
audience. With the ‘eyes of the world’ focused on
London, the UK and the Olympic venues, England’s
tourism industry must ensure that its rich assets are
backed up by first-class customer service, quality in
all levels of accommodation and ease of access.
Waiter with cream tea and cakes,
Flackley Ash Hotel, East Sussex
08 Towards 2020 Towards 2020 09
towards
Towards 2020
2020
A Decade of Challenge
Maximising the strength of There are a number of financial constraints high across the industry and, in some cases,
that must be faced. In a challenging economic the need for improvement is not recognised
the tourism offer will improve
climate, public sector support for the industry leading to inertia. There is still a poor
England’s competitiveness will be less readily available and in the short perception of tourism as an employer and
globally. To be truly competitive, to medium term, the industry’s private sector there are significant skills shortages in some
will operate under tighter budget constraints key areas such as chefs, customer service
England’s tourism industry must affecting capital investment in tourism staff and hospitality management. Transport
also anticipate and respond products. The industry needs to improve infrastructure for visitors is improving but
efficiencies and economies of scale and falls below the standard of international
more cohesively to shifting greater collaboration in marketing England’s competitors and cleanliness, quality and the
market forces. England’s visitor destinations is required. England also remains design of public places is still inconsistent.
a relatively expensive option caused partly by
economy faces significant unsympathetic trading and fiscal measures Tourism brings positive economic benefits
challenges, some of which are such as high VAT and, for inbound visitors, the along with the potential for negative social
high cost of visas and the Air Passenger Duty. and environmental impacts. The industry
the result of global economic faces a political imperative to manage carbon
trends while others relate to There are challenges regarding perceptions output and therefore must manage to grow
and understanding of the visitor economy. the visitor economy within limitations that
long-term infrastructure issues It suffers from a lack of visibility at various are increasingly challenging while making
and negative perceptions about levels of Government resulting in a legislative the experience appealing to visitors.
framework unsupportive to its development,
quality and value for money. for example, the restrictions imposed by With the creation of VisitEngland in 2009,
planning legislation. Communications from the industry now has a dedicated body to
the industry also need to be improved, provide the leadership to market England,
emphasising with consistency the importance drive forward developments in quality, ease
of tourism, the challenges it faces and the of access and sustainability and to improve
opportunities it has to grow. data collection and market intelligence. This
Strategic Framework provides the mechanism
The industry must improve its professionalism, for collaborative working across the tourism
product and performance. Standards of industry to achieve shared objectives.
service and customer care are not consistently
Targeting 5% Growth
The World Travel and Tourism If achieved, the cumulative increase in the size
Council(WTTC) forecast for annual global of the England market will be 64% by 2020.
growth in tourism has been estimated at This would result in an additional £50 billion
an average 4% per annum over the next in expenditure and the creation of 225,000
ten years in real terms. The 2010 Deloitte jobs. This would significantly outstrip the
study forecasts real growth of 3% per performance of other major sectors of the
annum for England with strong growth national economy such as manufacturing.
anticipated particularly over the post 2012 If no growth were achieved the result would
period. This is equivalent to 5% annual be significant job losses and the demise of a
growth including inflation. The forecast is wide range of tourism businesses.
based on a number of factors, including
the relatively low value of sterling, the This Strategic Framework provides
continuing attractiveness of the England the coordinated approach needed for
tourism product (including improved the public and private sector tourism
quality and renewed interest in domestic industry to work together on four key
tourism), growth in GDP at national level, objectives. These will be the foundations
forecast increases in consumer spending for achieving the collective vision of
and further investment in the sector. maximising tourism’s contribution to
the economy, employment and quality
York Minster, York of life in England.
The London Eye
10 Strategic Framework Delivering the Framework 11
strategic The Vision Delivering the Framework
To maximise tourism’s contribution The Strategic Framework will be
to the economy, employment and driven forward and monitored by
quality of life in England. VisitEngland, but its success will
depend on delivery by a range of
The Objectives
strategic tourism partners and
This Strategic Framework aims to achieve four interdependent objectives.
These have been developed through wide consultation with the industry its adoption by the appropriate
and are designed to address the opportunities and challenges for England’s
visitor economy. constituents in the public and
Objective 01 To increase England’s share private sector.
of global visitor markets.
framework
Ultimately the Board of VisitEngland will be responsible for setting and
Objective 02 To offer visitors compelling overseeing the success of the principal target areas of the Framework and its
destinations of distinction. ambition of an annual 5% growth, with key partners taking responsibility for
delivery and reporting progress through agreed mechanisms.
Objective 03 To champion a successful, The Action Plans outline the activity and the partners needed for delivery across
the four objectives. Customer demands, our competitors’ offers, organisational
thriving tourism industry. structures and available budgets will change so the Framework and the
programmes within it will adapt and evolve over time as other partners come
Objective 04 To facilitate greater on board and activity starts to take shape and be delivered.
engagement between the This Framework is owned by stakeholders with a vested interest in the prosperity
visitor and the experience. of England’s visitor economy. It represents organisations, businesses and
operators from the public and private sector. It aims to create a shared sense
of purpose through agreed priorities for joint action and delivery.
Action Plans Successful delivery is dependent on a dynamic partnership across the industry
that places a strong emphasis on effective engagement and communication
Hardraw Force waterfall, Hardraw, Wensleydale, North Yorkshire
at national, regional, sub-regional and local level, identifying opportunities for
economies of scale.
To achieve these objectives, a series of Action Plans have been
developed by cross industry groups. These focus on the priority actions
to be implemented by partners. The Action Plans in the first phase of
implementation are:
National Marketing Strategy Accessibility
Rural Tourism Wise Growth
Seaside Resorts Destination Management
Modernising Visitor Information Welcome
Business Tourism Research and Intelligence
The Action Plans will be monitored and reviewed regularly to highlight
progress, showcase successful delivery by partners and demonstrate
impact. The Plans are dynamic documents that will change during the
life of the Strategic Framework. The latest versions can be accessed at
www.visitengland.org
Wastwater, The Lake District
Stonehenge, Wiltshire
Delivering the Framework 13
To increase England’s share To offer compelling
of global visitor markets destinations of distinction
In order to attract a greater share of higher England’s tourism industry must be at the There are few places in the world that can England’s destinations have to be backed up
Objective 01 Objective 02
value domestic and international visitors forefront of technology and optimising its boast the variety of cultural experiences, by world-class accommodation and customer
and maximise capacity year-round, England ever-increasing sophistication to deliver historic environments and natural service. VisitEngland, taking into consideration
has a re-prioritised marketing strategy. messages and information of value to landscapes to be found in England. These the developments in user generated content
This brings together key public sector potential visitors - in shaping their decisions, are the tourism industry’s key assets and in partnership with the wider industry,
players and engages the private sector in a in linking and packaging ‘English destinations’ and therefore require high standards of will implement a reviewed approach to
collaborative approach to the marketing of and ‘English experiences’, in cross-selling, in management. Local tourism businesses, quality assessment to ensure that visitors
England, encouraging collective investment building loyalty and keeping pace with fast alongside destination management have a positive experience throughout their
where it can deliver maximum return. changing consumer trends. Business and organisations, local government and stay in England whatever their budget.
Providing higher returns will be one of the events visitors bring considerable economic relevant sectors, such as transport, must
key drivers in achieving a 5% annual growth benefits and other significant advantages. share responsibility for creating a successful Raising satisfaction levels in the visitor
in the visitor economy. Business visitors travel throughout the year, destination experience. Effective experience and encouraging more UK
contribute a higher spend per visitor, are more destination management requires an residents to enjoy the destinations on
Marketing must build the profile of the likely to travel to areas not traditionally known integrated approach, taking into account their doorstep are key elements in increasing
Marketing must build England brand in the world marketplace. for holiday visits and are more likely to return both visitors’ and residents’ needs, visitor spend and contributing to the 5%
Informed by a thorough understanding growth target.
the profile of the as high spending holiday visitors in the future. opportunities for growth as well as
of the visitor’s motivations across target environmental considerations.
England brand in the markets, it will focus on England’s most Events such as Glastonbury, Wimbledon
world marketplace. attractive destinations and experiences. Tennis Championship and London Fashion Tourism businesses, Tourism is often a catalyst for regenerating
and improving destinations as demonstrated
Informed by a thorough
At a national level an ‘attract and disperse’ Week play a major role in shaping the image alongside destination
approach will see England’s world famous of the nation. It is crucial that the tourism in areas such as the NewcastleGateshead
understanding of the and exceptional destinations such as London, industry capitalises on the opportunities management Quayside, Manchester City Centre and
visitor’s motivations
the Lake District and the Cotswolds, among these events present. organisations, local London’s South Bank. Residents are the
many others, used to attract new visitors main beneficiaries of these developments
across target markets, it who can then be encouraged to explore the The London 2012 Olympic and Paralympic government and but they also offer visitors new destinations
richness of England. This approach can also Games is a major opportunity for England relevant sectors, such and experiences. There are still numerous
will focus on England’s be embraced across the country to ensure within the 10-year scope of the Framework. destinations throughout England, primarily
most attractive that the economic benefits are widely felt. London & Partners and VisitBritain are leading as transport, must in rural and seaside locations, that can
destinations and Balanced with this, a collaborative cross- on ensuring that the legacy marketing share responsibility for benefit from further regeneration and
destination approach to marketing England’s benefits are realised for both London and enhancement in order to attract visitors and
experiences. unique attributes can be adopted. This will the nations of Britain respectively. A coherent creating a successful maximise tourism’s contribution to local
position and build England’s reputation as a national approach is required, building on destination experience. economies and communities.
destination, which delivers the authentic and existing work to address the opportunities
world class experiences visitors demand; from and challenges and determine additional
internationally renowned built and natural activity to ensure England is fully maximising
heritage, to the vibrant contemporary culture the potential of the Games and the associated
of England’s cities; from adventure programmes of the Cultural Olympiad and
to indulgence. Torch Relay.
The All-England marketing strategy is based
on reliable market insights on the value,
volume, potential and requirements of each
target market and emerging and future
markets, as well as technology trends and
an accurate understanding of campaign
effectiveness. Better targeting of marketing
and resources will help achieve the
growth target.
Burghley House, Lincolnshire
Brighton Pier
Millennium Bridge, NewcastleGateshead
Delivering the Framework 15
To champion a successful, To facilitate greater engagement
thriving industry between the visitor and the experience
The tourism industry must work with a range website to support employers and job Visitors must have a warm welcome and great One of the greatest opportunities to improve
service, easy access to information, improved the visitor experience is to improve England’s
Objective 03 Objective 04
of Government Departments, authorities seekers (uksp.co.uk) and the work to develop
and agencies to achieve the full potential of the World-Class Customer Service solution. accessibility to tourism facilities and services transport provision. Some changes may take
the visitor economy. It must be taken into Increasing the profitability of tourism and a world-class transport infrastructure. longer than others to implement but in the
account in the development of policies and businesses through improved performance short term the industry should use the same
initiatives and emphasised through sustained will ensure sustainability for the visitor Well-informed visitors will stay longer in language and methodology as transport
engagement with Government at all levels economy as profits are reinvested in tourism destinations, potentially move on to other planners when making the economic case
through campaigns such as ‘Take Tourism products, services and skills. English destinations and, most importantly, for tourism-related transport investment. The
Seriously’, led by the Tourism Alliance. will want to return. The tourism industry role of coaches, local bus services and the
Tourism brings positive economic benefits must ensure that information provision is need for car travel to many destinations must
Tourism’s strengths and potential must but with the potential for negative social modernised, integrated nationally, and keeps be recognised as well as identifying where
be championed to a number of and environmental impacts. A ‘wise growth’ pace with advances in technology. transport capacity is not in line with the
interdependent sectors such as farming, approach will help balance the growth capacity of the destination itself. The industry
transport, construction, planners and policy aspirations of this Framework with the The tourism industry The welcome at key ‘gateways’, notably
should also campaign for the 7-day railway
England’s airports and seaports needs
makers. Establishing and nurturing these principles of sustainability, in terms of must ensure that further improvement through public and
and changes to maintenance regimes.
relationships will build national recognition protecting the environment and cultural
and support. It is crucial that the value of heritage, natural and manmade, that makes
information provision is private sector collaboration. First impressions Access for people with disabilities must be
tourism is understood by all those who England so attractive and ensuring long-term modernised, integrated count and research shows that England’s improved throughout England’s tourism offer.
have a role to play. A thriving tourism economic success. great destinations are frequently let down Much has been achieved in recent years to
industry requires robust data and insights.
nationally, and keeps at the point of arrival. The principles of coordinate better information about visitor
By developing a national research and By embedding ‘wise growth’ principles apace with advances improving England’s welcome will be accessibility but there is a long way to go in
intelligence programme the industry will across the industry and by advocating embedded across the Framework and the developing visitor and transport infrastructure.
the approach to non-tourism decision in technology. associated Action Plans. This work should be prioritised for 2012 and
be better equipped to identify the value of
makers, local communities and economies beyond. People with accessibility needs
A successful tourism specific sectors such as seaside resorts and
will have a greater opportunity to thrive.
rural tourism, understand visitor needs and represent a growth sector of the market and
industry creates prioritise markets. Key benefits would include an improved England should take the opportunity to lead
visitor experience, enhanced productivity,
new employment A successful tourism industry creates new
in this field.
comprehensive support from residents and
opportunities employment opportunities throughout politicians and a better managed destinations
throughout the country the country and the success of the industry for all stakeholders.
depends on a skilled workforce. It is critical
and the success of the that the industry can promote itself as a England can be justifiably proud of its strong
history in conservation with examples of
industry depends on a viable career option as well as retain and
world-leading organisations in the National
develop its current workforce. Tourism is
skilled workforce. a flexible and versatile sector to work in Trust and English Heritage; award-winning
and offers a superb range of entry level and pioneering sustainable destinations in
opportunities for school leavers, for people The New Forest and South Devon; and, green
without formal qualifications, for those re- entrepreneurs with the beach café operators,
entering the workforce and for part-time the Venus Company among many.
or temporary employees.
The ability to respond to and recover from
Shaftesbury Avenue, West End, London
People1st, the Sector Skills Council for crisis events outside tourism’s direct sphere
hospitality, leisure, travel and tourism, looks of influence has improved dramatically
to ensure the skills and labour market needs over the last decade. The Tourism Industry
of the sector are addressed. The recently Emergency Response Group (TIER)
refreshed ‘National Skills Strategy for the established by VisitBritain in 2001 ensures
hospitality, leisure travel and tourism sector in a consistent approach to crisis
England’ outlines progress over the last three communications management across the
years which includes reforming qualifications UK and provides a communications blueprint
and apprenticeships, developing a dedicated which England can build on.
Summary 17
To maximise tourism’s
summary
contribution to the economy,
employment and quality of
life in England, the industry
Tate, St. Ives, Cornwall
must increase its share of
the global and UK visitor
market. A stronger brand for
England and a coordinated
marketing strategy in
priority markets, using better
market intelligence and the
most persuasive messages,
focussing on its most attractive
destinations and exploiting the To succeed, England’s tourism
strongest themes of England’s
tourism offer, will help achieve
industry must deliver as much as
an annual growth target of 5%. it promises in the marketing –
assuring visitors that they will
enjoy great experiences in
great destinations, with a warm
welcome, world-class customer
service and high accommodation
standards whatever the budget.
Growth in the visitor economy
is dependent on a coordinated
and sustainable approach by
the tourism industry working
with sectors responsible for
infrastructure development.
Arlington Row, Bibury, GloucestershireVisitEngland, 1 Palace Street, London SW1E 5HX www.visitengland.org Published by VisitEngland in June 2011 Photography by Britain on View Designed by fst © British Tourist Authority (trading as VisitEngland) June 2011
You can also read
